When we arrived at JE, our aim was to develop its territorial roots by drawing on powerful networks such as MEDEF and French Tech.

This assignment for MEDEF was a superb opportunity to show what we could do. Beyondtheinitial terms of reference, we recommendeda comprehensive study combining quantitative analysis with a qualitative component that included semi-directive interviews and focus groups.

Who did you interview?

Our sample was made up of 1,200 people aged between 18 and 35, with a wide range of profiles, from CFAs to university masters degrees, as well as people on fixed-term and open-ended contracts. For the qualitative phase, the real innovation of our service was our choice to organize real plenary sessions during our support. For this, we had the support of Harmonie Mutuelle, who welcomed us and whom I would like to thank.

We presented the study and its results to the invited companies and executives, as well as to 50 selected students. We then organized workshops. What was exciting was that not only did we produce a study presenting real data and expectations from the younger generation, but we also enabled real encounters and real listening between these two audiences who, deep down, need each other, don't meet as easily as they should, and need to understand each other better.

And what will you take away from all these work phases?

These exchanges and verbatims really brought out valuable comments and arguments. During the plenary session, companies evaluated the study and commented on it. The very first observation was that, in order to set up an employer brand capable of recruiting the talent it seeks - which is difficult at the moment - real work needs to be done within the company. For example, when it comes to mastering the tools for communicating with these audiences, the survey confirmed that their activity on

LinkedIn was really strategic. They're doing it, of course, but for many of them, certainly not enough. With regard to the notion of hierarchy, the results and the exchanges invite us to rethink not only the role of the manager, but also the nature of the relationship he or she must maintain with the new generations. Young graduates expect them to be benevolent on the one hand, and to be able to help them develop their skills on the other.

They express strong expectations in terms of responsibility and recognition for what they are and what they do for the organization. Even when they're still students. They're also quite concrete: you get involved to see the fruits of your labor. There's no question of letting the organization drown you. Finally, don't be fooled into thinking that there are uniform expectations: some like pressure at work, it's what makes them tick. Others - 71% of them nonetheless - put a premium on work-life balance. What I sensed from these live exchanges is that we've reached a real turning point, and that creating synergies between the corporate world and the new generation will contribute to the well-being of young people and the performance of companies. Companies have choices to make, and things to do, if they are to make a success of this change of direction.